Relationship among culture of excellence, organisational performance and knowledge sharing: proposed conceptual framework

2016 ◽  
Vol 19 (4) ◽  
pp. 446 ◽  
Author(s):  
Ghasem Rezaei ◽  
Hamed Gholami ◽  
Awaluddin Bin Mohamed Shaharou ◽  
Muhamad Zameri Mat Saman ◽  
Norhayati Zakuan ◽  
...  
Keyword(s):  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Organisational Performance

Relationship among culture of excellence, organisational performance and knowledge sharing: proposed conceptual framework

2016 ◽  
Vol 19 (4) ◽  
pp. 446
Author(s):  
Manoochehr Najmi ◽  
Norhayati Zakuan ◽  
Muhamad Zameri Mat Saman ◽  
Awaluddin Bin Mohamed Shaharou ◽  
Ghasem Rezaei ◽  
...  
Keyword(s):  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Organisational Performance

The Development of a Conceptual Framework for Knowledge Sharing in Agile IT Projects

2021 ◽  
pp. 1-12
Author(s):  
Rodrigo Oliveira de Castro ◽  
Cesar Sanin ◽  
Andrew Levula ◽  
Edward Szczerbicki
Keyword(s):  
Conceptual Framework ◽  
Knowledge Sharing ◽  
It Projects

scholarly journals A Model for understanding supply chain networks

2005 ◽  
Vol 5 (2) ◽  
pp. 55-63 ◽  
Author(s):  
Carlos Brito ◽  
Catarina Roseira
Keyword(s):  
Supply Chain ◽  
Conceptual Framework ◽  
Supply Management ◽  
Organisational Performance ◽  
Supplier Relationships ◽  
Supply Chain Networks ◽  
The Impact ◽  
The Way

Organisational performance tends to be highly dependent on suppliers' actions and on the way the relationships with them are managed by the buying company. Researchers have conducted extensive and valuable studies on the impact of supplier relationships in a network context. However, some important issues regarding supply management and its effects on the strategy of the buying firm have not been fully investigated. This article presents a model of supply chain networks developed on the basis of the conceptual framework of the IMP group. The aim is to contribute toward a better understanding of supply management through the integration of both relational, portfolio and network issues.

Knowledge Management Systems Characteristics That Support Knowledge Sharing and Decision-Making Processes in Organizations

2021 ◽  
pp. 182-200
Author(s):  
Mahmoud Abdelrahman ◽  
Firas Masri ◽  
Dimitra Skoumpopoulou
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Management Decision ◽  
Knowledge Management Systems ◽  
Structured Interviews ◽  
Public And Private ◽  
Management Decision Making

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging and sharing knowledge to support decision-making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how knowledge management systems (KMSs) can facilitate knowledge sharing (KS) to support DM processes in organizations. In this chapter, authors aim to extend the existing literature of knowledge management, decision making, and knowledge sharing by proposing a new conceptual framework, namely “ECUA” (easiness, communication, unification, and analytics characteristics). In this study, 42 semi-structured interviews have been conducted. The proposed conceptual framework will benefit managers in both public and private sectors in finding new ways of leveraging and sharing knowledge to support DM processes via using KMSs. This framework can be used to explore KMSs characteristics that can support DM processes by facilitating knowledge sharing in organizations.

Knowledge Sharing and IT/Business Partnership

2015 ◽  
pp. 316-331
Author(s):  
Dania Abdulwahab Alkhaldi
Keyword(s):  
Risk Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Research Methodology ◽  
Management Practice ◽  
It Outsourcing ◽  
Business Partnership ◽  
Doing Business ◽  
Knowledge Intensive ◽  
Comprehensive Study

In this highly technology dependent and knowledge intensive economy, organizations were forced to change the way of doing business and move form bricks to clicks to survive and compete. Accordingly, organizations have to adopt the suitable IT solutions that fit their mission, vision, and objectives. One way to achieve that is IT outsourcing either entirely or partially. This is a part of a comprehensive study that investigates the IT outsourcing risk management practice in Syria, identifies the causes of IT outsourcing projects failures and what kind of knowledge is used when identifying risks, and finally proposes a conceptual framework that achieves integrated view of risk management regarding IT outsourcing projects. To achieve that, the researcher followed DRM as a research methodology starting from “what is usually done” moving toward “what can be done most realistically,” which is presented in detail in this chapter and resulted in the proposed framework.

scholarly journals The development of a conceptual framework to guide sustainable organisational performance

2007 ◽  
Vol 38 (4) ◽  
pp. 9-19 ◽  
Author(s):  
S. Fontannaz ◽  
H. Oosthuizen
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Assessment Tool ◽  
Management Practice ◽  
Qualitative Interviews ◽  
Conclusive Evidence ◽  
Theory Approach ◽  
Organisational Performance ◽  
Strategy Formulation ◽  
Management Approaches

The emergence of the networked economy implies that traditional management approaches no longer suffice in addressing the challenge of complexity. This is compounded by the existence of divergent approaches to determining organisational performance in both management practice and academia, resulting in an execution gap occurring between strategy formulation and results.This article contributes to an understanding of organisational performance by integrating the divergent approaches to determining organisational performance into the Performance ‘ESP’ framework. This provides a conceptual framework to guide organisational development. The research to validate the framework includes a grounded theory approach, comprising a meta-analytical study of existing research, in-depth qualitative interviews and the pilot testing of the Performance ESP Index, which provides a composite measure of the multi-faceted stakeholder view of organisational performance.The research concludes that organisational performance resides in an organisation’s ability to integrate the divergent approaches, to create an execution culture with the necessary dynamic capabilities for sustainable organisational performance in addressing the challenge of complexity. There needs to be diversity in executive abilities at board level to ensure the integration of strategy and people to create the execution culture. Furthermore, leadership should focus on the strategic fusion of strategy and people, whilst management should focus on developing the strategic paradigm throughout the organisation to ensure an execution culture.The Performance ESP framework provides a diagnostic tool to assess the existence of an execution culture to address the challenge of complexity. The purpose of the assessment tool is to complement the financial metrics of profitability, to ensure a balance between short term profitability and growth for sustainable organisational performance.Further research is required to confirm the reliability of the Performance ESP index as the initial pilot study, whilst indicative of the potential of the instrument, did not provide conclusive evidence of reliability.

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

scholarly journals Four-dimensional model: a literature review in online organisational knowledge sharing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Design Methodology ◽  
Theory Of Planned Behaviour ◽  
Dimensional Model ◽  
Planned Behaviour ◽  
Content Type ◽  
Organisational Knowledge ◽  
Technological Acceptance Model ◽  
Acceptance Model

Purpose Online knowledge sharing is a popular activity worldwide and can be leveraged by organisations to innovate, create and sustain competitive advantage. Although there have been a number of studies examining knowledge sharing to encourage employees to convey their skills and experiences to others in an organisation, few attempts have been made to investigate the key motivators of online knowledge sharing in an organisation. Based on the theory of planned behaviour and technological acceptance model, this study aims to review the literature to establish a conceptual framework examining motivators of online knowledge sharing in organisations. Design/methodology/approach Previous studies that investigated motivators of online knowledge sharing in organisations in the literature were reviewed to propose a conceptual framework. Findings Four-dimensional model, which includes four types of key motivators of online knowledge sharing, namely, individual, social, organisational and technological, was established. Originality/value The model serves as a roadmap for future researchers and managers considering their strategy to enhance online knowledge sharing in organisations.

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